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| Criterion |  Business Strategy Value Chain Analysis |  Operations Pomodoro Technique |  Operations Getting Things Done |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | For easily distracted solo work, the method sets clear time boundaries for concentrated work. It protects attention when large tasks would otherwise fall apart into small avoidance moves. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 25 min Zyklen | 1-2 h Setup, laufend | 1-3 h |
Participantsdifferent | 3-8 | 1 | 1 | 2-8 |
Formatdifferent | Workshop | Async | Async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Focus Sessions, Task Progress, Interruption Notes | Action Lists, Project List, Review Routine | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | FocusTime managementProductivityExecution | ProductivityPlanningTasksExecution | StrategyAnalysisPlanning |